Understanding Organization-Customer Links in Service Settings

Schneider, Benjamin; Ehrhart, Mark G.; Mayer, David M.; Saltz, Jessica L.; Niles-Jolly, Kathryn

doi:10.5465/amj.2005.19573107

Cited by 672 publications

(759 citation statements)

References 51 publications

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“…However, HPWPs were found to be only slightly more prevalent in small businesses in transport, finance and other services, no more prevalent in hotels and restaurants, and slightly less prevalent in wholesale and retail than in manufacturing. Hence, the findings provide little support for the argument that service sector businesses are likely to adopt more HPWPs than those in manufacturing because of the need to motivate service workers to engage in extra-role activities that lead to higher customer satisfaction (Morrison 1996;Schneider et al 2006). …”

Section: Resultscontrasting

confidence: 41%

“…Small businesses in the health and social work sectors, for example, have been found, arguably because of the need for employees' continuing professional development, to be more likely to offer training to their employees than small businesses in the manufacturing sector (Hoque and Bacon 2006). It is also argued that service sector businesses in general may adopt more HPWPs than those in manufacturing given the need to motivate employees to engage in extra-role activities that lead to higher customer satisfaction (Morrison 1996;Schneider et al 2006). It is quite possible that similar pressures might also exist in small businesses.…”

Section: Market-related Factorsmentioning

confidence: 99%

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The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

Ning

Bacon

Hoque

2013

The International Journal of Human Resource Management

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This paper explores the extent to which the adoption of High Performance Work Practices (HPWPs) in UK small businesses with fewer than 50 employees is associated with the nature of the market in which the business operates, its business characteristics and its access to HR expertise. Drawing on data from the 2004 Workplace Employment Relations Survey, the analysis suggests that, where market-related factors are concerned, the uptake of HPWPs is higher in small businesses that require a highly-skilled workforce but is unrelated to either the degree of market competition or the presence of large dominant customers. In terms of access to HR expertise, the analysis finds greater use of HPWPs in small businesses that have contact with external sources of HR advice via membership of business advisory networks or Investors in People (IiP) recognition. However, uptake is unrelated to the presence of personnel/HR specialists. Overall, the findings suggest that rather than depicting employment practices in small businesses as the inevitable consequence of market circumstances, encouraging greater small business involvement with business advisory networks and IiP may have the potential to increase the adoption of HPWPs in the sector.

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Section: Resultscontrasting

confidence: 41%

Section: Market-related Factorsmentioning

confidence: 99%

The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

Ning

Bacon

Hoque

2013

The International Journal of Human Resource Management

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“…Based on this research gap and the proposed informational potential of store managers within shopping centres, this paper aims to investigate (1) the link between the store manager's evaluation of how customers assess a shopping centre and their own evaluation of the shopping centre environment and, based on that, (2) the relevance of store managers in reflecting upon and informing the management and marketing practices of the local shopping centre management (Schneider et al, 2005;Arnold et al, 2009;Netemeyer et al, 2010). To contextualise the relationship and information flows between customers, and the store, retail and shopping centre managers, we draw upon network theory (e.g.…”

Section: Research Focusmentioning

confidence: 99%

Store managers – the seismographs in shopping centres

Teller

Alexander

2014

European Journal of Marketing

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Purpose – The aim of this paper is to investigate the link between store managers’ evaluation of how customers assess a shopping centre and their own evaluation of the centre and, based on that, the relevance of store managers in reflecting on and informing the management and marketing practices of the local shopping centre management. Design/methodology/approach – A conceptual model is developed based on the network and boundary-spanning theories. The model is tested using a Web-based survey of 217 managers, representing stores located in shopping malls, and by applying covariance-based structural equation modelling. Findings – The study reveals store managers to be engaging in a significant information-processing pathway, from customers’ evaluation of the shopping centre (as perceived by the store manager) to their own evaluation of the centre in terms of managerial satisfaction and loyalty. Research limitations/implications – The empirical study focuses exclusively on shopping malls and thus does not consider other shopping centre forms such as town centres and retail parks. Practical implications – This paper concludes that store managers have the potential to be informational boundary spanners and, thus, valuable resources to inform and give feedback to shopping centre management. Originality/value – The contribution of this paper is to provide a more complete understanding of the role of the store manager as an integral actor in the shopping centre in terms of informational boundary spanning between the retail organisation, the customers and local shopping centre management.

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“…Using SEM, we tested the mediating effect of psychological safety on the relationship between high-quality relationships and learning behaviours. This decision was based on a recent review by Schneider et al (2005) who indicated the inappropriateness of the Baron and Kenny (1986) approach for testing full mediation. In addition, MacKinnon et al (2002) noted that a simultaneous test of the significance of both the path from an initial variable to a mediator and the path from the mediator to an outcome best balances type I error rates and statistical power, relative to other approaches.…”

Section: Test Of Research Model and Hypothesesmentioning

confidence: 99%

Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety

2008

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Organizational learning is an important means for improving performance. Learning is a process, that is, often relational in the sense of relying on interactions between people to determine what needs improving and how to do it. This study addresses the question of how the quality of work relationships facilitates learning behaviours in organizations through the ways it contributes to psychological safety. Data collected from 212 part-time students who hold full-time jobs in organizations operating in a wide variety of industries show that capacities of high-quality relationships (measured at time 1) are positively associated with psychological safety, which, in turn, are related to higher levels of learning behaviours (measured at time 2). The results also show that experiences of high-quality relationships (measured at time 1) are both directly and indirectly (through psychological safety) associated with learning behaviours (measured at time 2). These findings shed light on the importance of quality relationships in the workplace for cultivating and developing perceptions of psychological safety and ultimately learning behaviours in organizations.

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Understanding Organization-Customer Links in Service Settings

Cited by 672 publications

References 51 publications

The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

Store managers – the seismographs in shopping centres

Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety

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